This week's module dived deeper into not only my own decision making, but different traps of thinking and decision-making. One such trap is frame blindness. As Shoemaker and Russo went on to explain in Making Decisions (2001), “frames are crucial because they simplify and focus our attention on what we deem is most relevant, making it possible to decide more quickly and efficiently than with widespread attention” (p. 133). Frames help decision makers and leaders decide faster but not always better. Instead, frames also leave the opportunity to develop frame blindness. “Because we accept these simplifications as reality, frames can also create blind spots and be very hard to challenge” (Hoch & Kunreuther, 2001, p. 135). Fortunately, there are ways to control their frames. Three ways to avoid "framing traps" are to see the frame by conducting and audit, identify and change inadequate frames, and master techniques for reframing (Hoch & Kunreuther, 2001, p. 142f)
This lesson comes at a beneficial time for me. I have just taken over a Section for 84 Airmen. Although I know some of them, there are a lot of new members that I haven't met. One particular Airman is struggling with being away from home. He just finished Tech School and arrived to Missouri a few short weeks ago and has been constantly complaining to go "home" to Guam. He says he doesn't want to be in the military anymore and will do what it takes to get out. Initially, I was upset and angry. The military is tough and I assume most military members "want to go home" at first but giving up and going home is not an option. I was angry that the Airman didn't understand and thought that he should misbehave to get separated. I saw him as a troublemaker and a lost cause and I decided to ask the Commander to administratively separate him under "failure to adapt". However, while reading this chapter it dawned on me that I must understand the frames of others. "To understand other people's frames, you might ask yourself, 'What matters most to them? What do they talk about most often'" (Hoch & Kunreuther, 2001, p. 142). I've been to Guam twice and both times it struck me how family-oriented to locals were. Relationships are very important in their culture. In fact, I met a local family and two hours later was invited to their family's wedding. Now I have a lonely 18 year old Airman from Guam who has never been away from home or family, who is experiencing American and military culture for the first time all at once and doesn't know how to deal with it all. Understanding this frame of mind helps me connect with the Airman on a different level and see how difficult being here (in Missouri, in the Air Force and away from family and friends) could be for him. Without this understanding, I risk losing a young Airman with untapped potential...I have yet to see what he can (and will) do for the Air Force. 
Another way I can avoid "traps" is to identify and change inadequate frames. "We must constantly challenge our own frames" (Hoch & Kunreuther, 2001, p. 146). I struggle with this at my current duty station working with B-2 aircraft. When I first joined the Air Force, I was a B-52 BUFF mechanic. I worked 8 years on the B-52 and my basic maintenance mindset comes from that experience. However, it has been 7 years since I worked on the B-52. Moreover, I was a Repair & Reclamation (R&R) journeyman on the BUFF whereas now I work with flight line crew chiefs. Most importantly the B-52 and B-2 are fundamentally different airframes; mechanical vs avionic/electrical, respectively. My reference point as a B-52 R&R crew chief several years ago is ineffective compared to my job now working as a B-2 flight line crew chief. When I have to make decisions and forecast schedules, I often find myself basing those decisions on my frame and experience on the B-52. Thankfully, most of the time I catch myself and questions my reference points and recognize my key assumptions. There are a few times that I have made decisions from this inadequate frame. For instance, when I first started as a Production Superintendent I assumed most of the maintenance could be fixed mechanically. I ignored information from my Avionics troops when they said they basically "recycled power" to fix the malfunction... I was wrong and it eventually led to hours of unnecessary "maintenance". I've learned to lean on my Airmen, ask for their input and insight often. Not only has this made me more knowledgeable on the B-2, it has strengthened relationships by showing my Airmen that I trust them.
Although my experience on another airframe can be a trap when making decisions, doesn't mean that I can't use it to my advantage as well. The last key way to avoid traps is to master techniques from reframing. One technique is to use multiple frames. "Experiment with different frames and compare the solution you develop. Place yourself in a different environment" (Hoch & Kunreuther, 2001, p. 148). Another instance when I was working as Production Superintendent there was a malfunction that the technicians could not figure out. I knew that I had to explain to my supervision the situation and wanted to understand exactly what was going on. I went out to the aircraft and had the team show me what they were doing and explain the troubleshooting steps they were taking. Although I had never worked on the specific components in question, something just didn't look right to me. I made the decision to halt maintenance while I got a closer look, upon doing so I noticed a bearing was missing from the equipment. The B-2 technicians were adamant that I was wrong and there was not supposed to be a bearing in that location. However, after looking at the technical guidance I was right. Since I was able to see the situation from a different frame, using my B-52 R&R experience, I could make an effective decision and help rectify the problem. I believe the technicians were so in-depth working the issue that they couldn't take a step back and see a bigger problem. The text gives an example of renewing perspectives by repositioning workers occasionally. I have begun this same concept by rotating flight line crew chiefs to the back shops to gain different perspectives, as well. Hopefully, this will strengthen the knowledge and experience in my section and avoid framing traps in the future.
Another thing I have not only learned from this exercise but also from the MSLD program is that there is no one size fits all approach to leadership. Instead I must constantly grow, develop, and change to ensure I am leading effectively. In the end, “effective leaders challenge old frames, envision bold new ones, and contrast the two very clearly” (Hoch & Kunreuther, 2001, p. 155).
1. See the Frame by conducting a frame audit
Surface your frame
Understanding the frames of others
Appreciate emerging frames
2. Identify and Change Inadequate Frames
Are you frames effective?
Observe the symptoms of Frame Misfit?
Question your Reference Points
Recognize your key assumptions
3. Master Techniques for Reframing
Use Multiple Frames
Look for Ways to Align Frames
Change Metaphors
Challenge others' reference points
Stretch a frame
Build new frames for new situations
Speak to others' frames
References:
Hoch, S. J., Kunreuther, H., & Gunther, R. E. (2001). Wharton on making decisions (1st ed.). New York: Wiley.
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